3 Ways A Validation Study Makes Your Employee Selection Process Better

Posted by  Steven Jarrett, Ph.D.


All organizations need to measure the effectiveness of their selection tools. Some may not know what a validation study is and that it’s available to provide a significant benefit to your selection process, or some may think the only time to conduct one would be if there are legal challenges. However, there are many reasons to conduct a validation study that are not directly related to legal challenges. A criterion-related validation study examines the scores on a pre-employment assessment and how they correlate with performance on the job, such that one would expect that individuals who score higher on your assessment tool perform better on the job than individuals who scored lower on the assessment. This process can be used not only on assessments, but any part of your selection process.


What Does it Really Mean to Have A Valid Employee Assessment?

Posted by  Jaclyn Menendez

valid employee assessment

As a consultant and project manager, it’s my job to recommend the right tool for my clients’ hiring needs. I also get to answer their questions about why these tools are the best fit. And without exception, there is one question that I get asked more often than any other: Is this assessment validated?


Ask the Expert: Validating an Employee Assessment

Posted by  Amie Lawrence, Ph.D.


We often receive questions about the science behind our employee assessments. How do we develop them? What research supports their validity? I recently had a Q&A with a client to explain the process we use to validate each of our assessments:


Outliers: An Analysis Challenge in Employee Assessment Validation

Posted by  Mavis Kung, Ph.D.

Growing up, I was an outlier. I was short, chubby, wore red glasses, listened to music by artists unknown to my friends, did not practice Buddhism, and was nerdy. I felt that I was different from everyone else – and not in a particularly good way. I just did not fit into the mainstream. I was a complete outlier from stereotypical image of Asian teen girls. 


Employee Assessments: Is More Always Better?

Posted by  Alissa Parr, Ph.D.

selecting-employees.jpgOne of the first things we do when engaging with new clients is to discuss the hiring process and determine what steps to include in their hiring process. In order to get a complete picture of a candidate, we often include several different stages and assessments. For example, we might include an initial application, an in-depth online assessment, a work sample exercise, and an interview as part of the process. Pulling together all of this information, we can see how the candidate performs on important competencies in different types of assessment methods.

When determining which steps are most appropriate for the position and the organization, clients often ask, is more always better? Does having more stages in the process provide a greater return on investment? The answer is … it depends. In answering this question, we often look at incremental validity. Before talking specifically about incremental validity, let me provide a refresher on what validity is.


4 Best Practices to Designing an Effective Hiring Process

Posted by  Tracey Tafero, Ph.D.

hiring_process.jpgAre you looking for that one answer- what is the “right” way to design an employee hiring process? Well, there isn’t necessarily one “right” way, as the best hiring process for a given position will depend on a number of different aspects related to that specific position, your hiring needs, and the available labor pool. However, there are a number of best practices that apply across the board:


Do You Really Need to Customize an Employee Assessment?

Posted by  John Fernandez, Ph.D.

question.jpgMany organizational stakeholders often assume that a highly customized test containing items written specifically for their company is the only viable solution to their assessment needs. They may believe this even when there are some very good off-the-shelf solutions that would cost much less and be just as effective, if not more effective, in predicting job success.

This can occur for a number of reasons. One reason stems from the belief that the target role is more unique in the capabilities needed for success than it actually is. A good example of this is first or second line people manager roles. Across many different industries and business units, early career people managers tend to struggle with the same issues: coaching and delegating effectively, managing performance, developing talent, etc.


Why You Should NOT Use Social Media to Make Hiring Decisions

Posted by  Amie Lawrence, Ph.D.

social-media-networks.jpgI keep seeing articles about how information from individuals’ social media posts can be helpful in making hiring decisions. Every time I see it, I cringe a little and wanted to share my reasons why. Let’s talk about the most common way that social media is used in the selection process - hiring managers peruse social media pages of candidates looking for any kind of information or behavior that could lead them to conclude that their candidate would be a poor hire.

A survey by states that 51% of the employers surveyed found information on social media that caused them to NOT hire a candidate. The article lists reasons ranging from posting provocative photos and drinking/drug use, to a general unprofessional image. On the surface, these might sound like good reasons to pass over a candidate, but let’s look at how this fits into selection best practices.


3 Common Errors Hiring Managers Make When Using Employee Assessments

Posted by  John Fernandez, Ph.D.

errorAs an assessment consultant, I could go on and on about the value of using rigorous assessment tools for selecting better talent into an organization, as well as for developing employees as part of a talent management strategy. There are plenty of data to suggest that well designed assessment tools deliver a competitive edge and provide companies a very significant return on investment.

However, what often gets overlooked when implementing assessment tools is making hiring managers aware of some of the common situations in which they can be used improperly. Below are 3 common errors made when using assessment tools that highlight such situations, followed by a discussion with some specific examples.


Four Risks to Avoid When Evaluating Pre-Employment Assessments

Posted by  John Fernandez, Ph.D.

evaluateAny company that decides to start using a pre-hire assessment tool to screen external job candidates should do their due diligence when choosing a new test. The ultimate goal should be finding an assessment that will help the company raise the bar on the talent selected into the organization for the target position. This process includes reviewing any available validation evidence for the test, and ensuring a thorough job analysis is completed prior to implementing it.

However, sometimes companies devise alternative means for vetting a new test that can lead to inaccurate or uninformed interpretations of its effectiveness. One such example is when stakeholders want to see how well the test works at identifying the top current employees. In other words, they want to have some employees take the test to find out if the best ones score the highest, and the worst ones score the lowest. If test results indeed show these patterns, then the test is deemed to be effective. However, if top performers do poorly and/or poor performers do well, then they believe the test will not work effectively at their company, no matter how good the validation evidence may be.


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